[[Category:New Reviews|Business and Finance]]__NOTOC__ <!-- Remove -->
[[<!-- INSERT NEW REVIEWS BELOW HERE-->{{Frontpage|isbn=0241636604|title=The Trading Game: A Confession|author=Gary Stevenson|rating=4.5|genre=Autobiography|summary=If you were to bring up an image:eurofficeof a city banker in your mind, you're unlikely to think of someone like Gary Stevenson. A hoodie and jeans replaces the pin-stripe suit and his background is the East End, where he was familiar with violence, poverty and injustice. There was no posh public school on his CV - but he had been to the London School of Economics. Stevenson is bright - extremely bright - and he has a facility with numbers which most of us can only envy. He also realised that most rich people expect poor people to be stupid. It was his ability at what was, essentially, a card game which got him an internship with Citibank. Eventually, this turned into permanent employment as a trader.jpg}}{{Frontpage|author=Fiona Parashar |title=A Beautiful Way to Coach |rating=5|centergenre=Business and Finance|https:summary= So what am I doing reading this book, using this book, and being audacious enough to review it? Truth is I bought it out of curiosity. I was at an on-line launch for the book and Fiona’s description of her Vision Days appealed to me. I wanted to see if there were things in there that I could use with someone I am currently helping /supporting /wwwtrying to mentor – without committing them to a full day, which I know would send them scurrying for their burrow.awin1 I also wanted to see if I could give myself a Vision Day, to bring me away from their vision and back to my own.com/cread|isbn=103211603X}}{{Frontpage|isbn=303091657X|title=Disaster in the Boardroom: Six Dysfunctions Everyone Should Understand|author=Gerry Brown and Randall S Peterson|rating=5|genre=Business and Finance|summary=Boards must act in the best interests of their stakeholders and ensure that they are well-managed and financially secure. This might seem obvious but a series of disasters - some of which have resulted in death or the collapse of a major company - have left interested parties asking what the board was doing.php Where were they?s Occasionally the boards were unaware of what was happening or they preferred to turn a blind eye, leaving watchers wondering which was worse - ignorance or criminality. The 21st century has delivered some major company scandals but what has happened is nothing new: Gerry Brown and Randall S Peterson give us a very readable trip through such major debacles as railway mania, the South Sea Bubble and even tulip mania. Over three centuries we seem to have learned very little.}}{{Frontpage|isbn=1529393930|title=Making a Living: How to Craft Your Business|author=529343&vSophie Rochester|rating=3774&q5|genre=257597&rCrafts|summary=82628]]''Starting a creative business has never been easier.'' ''If not now, when?''
<!-- INSERT NEW REVIEWS BELOW HERE-->I know that I'm not alone in having wondered whether or not I could turn my hobby into a business. There's a lot of motivation to do so: I make more items than we can sensibly use and there are a lot of people who have been delighted to accept what I make as gifts. Selling would offset the costs, which can be quite considerable and it could be fun to do, couldn't it? But where to start? What do I need to think about? Well, the first thing anyone who is considering turning a crafting hobby into a business should do is to read ''Making a Living''.}}
{{Frontpage
|isbn=suppl_stafl
|genre=Business and Finance
|summary=I frequently meet authors who are struggling to be published by the traditional houses, but when I suggest self-publishing they explain that they don't have the big bucks required to go down that road with Author Solutions or Matador or their like. I then ask if they've considered Kindle and the answer is, inevitably, that they wouldn't know where to start. I can empathise with that. Despite having used a computer for about thirty years, running most of my life ''and'' a website online, I'm still nervous when it comes to starting something new. I like someone to hold my hand as I go through it for the first time. That was why I was very interested when ''The Simple Act of Self Publishing With Amazon'' came across my desk...
}}
{{Frontpage
|isbn=1729621953
|title=Fast-track the I.T Journey - How to move from Supplier to Partner
|author=Alok Ranjan Tripathy
|rating=3.5
|genre=Business and Finance
|summary=So, what brought me to this book? As the owner of a small business and a buyer of IT services I should be the senior partner in the relationship with my suppliers, but I've frequently found myself the junior partner and I've regularly been let down by them. I needed to know where I could improve that relationship and, by looking at the situation from the supplier's point of view, what steps I needed to take. Alok Tripathy's book looked as though it might provide help and possibly some of the answers as to how my suppliers could better help me.
}}
{{Frontpage
|isbn=1789552354
|title=Storytelling: The Presenter's Secret Weapon
|author=John Clare
|rating=4
|genre=Business and Finance
|summary=I was a little bit nervous when I picked up ''Storytelling: The Presenter's Secret Weapon''. After all, the majority of presentations which I've seen or given were in a business context and what was required was absolute professionalism, not an act put on for light entertainment. I needn't have worried though: the book is an essential guide to preparing and giving your presentation, with or without what has now come to be known as The Dreaded PowerPoint. I've been making presentations successfully (but I'll say more about this later) in various professional situations for some forty or more years and I did wonder if the book would be able to teach me anything. It did.
}}
{{Frontpage
|isbn=1472938062
|title=Boards That Dare: How to Future-proof Today's Corporate Boards
|author=Marc Stigter and Sir Cary Cooper
|rating=5
|genre=Business and Finance
|summary=I wasn't optimistic when I started reading ''Boards That Dare''. I feared that I would encounter new ways of minimising tax liabilities, of getting as much as possible out of employees whilst paying them the legal minimum and constant reminders that the ''shareholders'' own the company and of the necessity of maximising their return. In the event, I was only a few pages in before I discovered that I couldn't have been more wrong, that we were looking at ways of future-proofing the company. I began to feel hopeful...
}}
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